Servant leadership

Effective Leaders Stand Out (part one)

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In preparation for a breakout session at an upcoming conference, I developed a list of ten things a leader can do to stand out and get noticed.  Not in a “look at me!” kind of way, but in a way that will help the leader connect more to others, and to enable others to connect as well.

While all ten pointers are applicable to all potential leaders, there are four that newer, more fast-paced leaders, might relate to more than the experienced.  So, those four this week, the rest next week.  Here we go:

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Effective Feedback is About the Future

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The title is lifted verbatim from the tenets of Manager Tools, and the brilliant minds of Mark Horstman and Michael Auzenne. I encourage you to go to the source if you want to go deeper.

But the short version is this:

Any feedback on any behavior is most helpful to the individual and the organization if it is

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Positive leadership isn’t the same thing as “soft” leadership

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Sometime, when people are urged to take a positive approach to leadership, there is some push-back. Some people seem to equate “positivity” with being super-nice, but being kind is much deeper than a spewing of empty compliments like “good job” or “nice work” or “super!”
An approach that upholds high standards and is very specific about behavior is positive, but not soft. Be rigorous, not ruthless.

Effective Leaders Focus on Follower Engagement

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Much of what I write and teach about servant leadership comes, frankly, from a moral, “do good”, outlook. This may sound cheesy, but I’m a cheesy guy; servant leadership from all leaders and teachers and coaches and managers and parents, everywhere, would make the world a much better place for everyone. But there is a utilitarian way of looking at this also. Keeping people engaged insures a much greater likelihood that the goals of the organization will be attained.

Effective Leaders Pause and Listen

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“What don’t I know I don’t know?”

Putting the needs of others first, and acting in support of your organization are key elements of servant leadership. That’s basic. But there can be an arrogance there, too; you can assume that you know what is needed – because you’re the leader, and you ought to know. This is what Peter Block refers to as a paternalistic view of leadership — “taking care” of people who “don’t know better” as opposed to a true commitment to learning what is needed.